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Third Informal Consultation on the Strategic Results Framework:
Introduction to the Performance Management System
WFP Auditorium – 10 September 2013
1 Department of Resource Management and Accountability 1
Contents of the presentation
• Overview of the SRF and the MRF
• Update on development of the SRF
• Update on development of the MRF
• Relationship between the MRF and the SRF
WFP’S DRAFT 2014–2017
STRATEGIC RESULTS FRAMEWORK
Third Informal Consultation on
the Draft Strategic Results Framework
10 September 2013
World Food Programme
Rome, Italy
2 Department of Resource Management and Accountability 2
WFP Strategic Plan 2014-2017
Man
agem
ent
Res
ult
s Fr
amew
ork
Four strategic objectives:
Accountability and Funding
Programmes
Processes & Systems
Partnerships
People
SO 1 SO 4
Stra
tegi
c R
esu
lts
Fram
ewo
rk
Del
iver
ing
WFP
Str
ate
gy
SO 2 SO 3
Save lives and protect livelihoods
in emergenci
es
Support restore food security and nutrition & establish or
rebuild livelihoods in
fragile settings and
following emergencies
Reduce risk and enable
people, communities and countries to meet their
own food and nutrition
needs
Reduce under-
nutrition and break the inter-
generational cycle of hunger
Overview of the Strategic and Management Results Frameworks
3 Department of Resource Management and Accountability 3
Key issues raised at the 2nd Informal Consultation
1 - Stunting/Wasting/Under-nutrition
2 - Measuring household and community resilience
3 - NCI
4 - Targets
5 - Technical questions about FCS, CSI, NCI; What they contain, how tracked, etc.
6 - Gender at outcome level
4 Department of Resource Management and Accountability 4
“HARDWARE” CORPORATE SYSTEMS, TOOLS,
GUIDANCE
WFP WILL ENSURE THE SRF IS APPLIED AT ALL LOCATIONS:
THE M&E STRATEGY
Vision: M&E and reporting capacities across WFP are sustainably enhanced to ensure project design and implementation are supported by
evidenced-based information that allows the organisation and its donors to ensure efficient improvements in our interventions for
beneficiaries, through learning and adaptation.
IMPROVED
REPORTING &
DECISION-MAKING
IMPLEMENTATION STRATEGY
“SOFTWARE” STAFF & PARTNER IN THE FIELD
EMPOWERED TO PERFORM
QUALITY M&E IN OPERATIONS
• Includes development of country-managed evaluation guidance to
enable evaluations directly managed by Regional Bureaux and Country
Offices and therefore strengthen the overall evaluation function.
• Equipping staff and partners in the field with corporate guidance, tools,
training, networks and support to encourage best-practice M&E and
quality reporting for WFP operations. Targets: country offices
and partners.
• Targeting key projects with extra corporate M&E analysis, support and guidance, to ensure efficient, quality indicator reporting against
WFP’s Strategic Results Framework.
• Includes development, pilot and roll-out of a WFP’s future M&E tool (COMET) that will allow design,
planning, monitoring, evaluation & reporting on performance of WFP's
projects, linked to other CO and corporate systems.
Capacity building
Outcome measurement
strategy
Decentralized evaluations
5 Department of Resource Management and Accountability 5
The Management Results Framework (MRF) underpins the SRF as
an enabler to deliver the Strategic Plan M
anag
emen
t R
esu
lts
Fram
ewo
rk
Accountability and Funding
Programmes
Processes & Systems
Partnerships
People
WFP Strategic Plan 2014-2017
Four strategic objectives:
Accountability & Funding
SO 1 SO 4
Stra
tegi
c R
esu
lts
Fram
ewo
rk
Del
iver
ing
WFP
Str
ate
gy
SO 2 SO 3
Save lives and protect livelihoods
in emergenci
es
Support restore food security and nutrition & establish or
rebuild livelihoods in
fragile settings and
following emergencies
Reduce risk and enable
people, communities and countries to meet their
own food and nutrition
needs
Reduce under-
nutrition and break the inter-
generational cycle of hunger
6 Department of Resource Management and Accountability 6
Progress on the MRF since last consultation
Operational efficiency
Internal business processes
Learning & innovation
Stewardship
Securing resources
Save Lives and Protect Livelihoods in
Emergencies
Support or restore food security and
nutrition and establish or rebuild
livelihoods in fragile settings and
following emergencies
Reduce risk and enable people,
communities and countries to meet their
own food and nutrition needs
Reduce undernutrition and break the
intergenerational cycle of hunger
What? How?
New
: 2014-1
7 S
trate
gic
Resu
lts
Fra
mew
ork
People
Partnerships
Programmes
Processes & Systems
Accountability & Funding
New
: 2014-1
7 M
an
ag
em
en
t Resu
lts F
ram
ew
ork
7 Department of Resource Management and Accountability 7
Accountability & Funding
19 Management Results specify what WFP aims to achieve within
each management priority
Predictable, timely and flexible resources
obtained
Accountability frameworks utilized
Strategic, transparent and efficient allocation
of resources
Effective management of resources
demonstrated
Appropriately planned & managed workforce
Capable leaders promoting a culture
of commitment, communication &
accountability
Highly motivated, satisfied & healthy
staff
Effective staff learning, skills
development and talent management
MR
Ds
Ma
na
ge
me
nt R
esu
lts
Strategic and operational
partnerships fostered
Partnerships
UN System coherence and effectiveness
improved
Partnership results achieved
Processes & Systems
Conducive platforms for learning, sharing
and innovation
High quality programme design
and timely approval
Cost-efficient supply chain enable timely
delivery of food assistance
Streamlined & effective business
processes & systems
Lessons learned and innovations
mainstreamed
Alignment with government priorities
and strengthened national capacities
Effective communication of programme results
and advocacy
Appropriate and evidence-based
programme responses
People Programmes
efficiently transformed
(through Processes & Systems)
into Outputs
WFP Human Resources
& Partners provide critical
Input
..that enable effective
Programmes to produce
planned Outcomes
8 Department of Resource Management and Accountability 8
Progress against priorities will be tracked with Key Performance
Indicators
Examples of indicators to track progress Management Result Dimension
• Degree of employee engagement
• Degree of employee satisfaction on manager effectiveness, growth and
development
• Size and trend in funding from non-government partners
• Percentage of partnership agreement objectives met
• Percentage achievement of planned food assistance
• Percentage of projects that reported project outcomes target as
achieved
• Percentage lead time reduction thanks to FPF
• Average response time for sudden onset emergencies
• Number of high risk oversight recommendations pending
• Percentage of gross needs met
People
Partnerships
Programmes
Processes & Systems
Accountability and Funding
9 Department of Resource Management and Accountability 9
SRF and MRF have a complementary relationship in WFP’s
approach to performance management
Strategic Results Framework
SO 2 SO 1 SO 3
Outputs
Out-
comes
Outputs
Out-
comes
Outputs
Out-
comes
SO 4
Out-
comes
Outputs
People
Partnerships
Programmes
Processes & Systems
Accountability & Funding
Organizational
• economy
• efficiency
• effectiveness
Programme
• effectiveness
Enabling Delivering
10 Department of Resource Management and Accountability 10
MRF
summary
available
on EB
website
Clearance
and
Publishing
Incorporate final
revisions
Milestones and next steps
Jul Sept Oct Nov Dec Jan
9 July EB
Consultation
4-8 Nov EB
endorsement
of SRF
Incorporate revisions
from RBx, COs, Peer
Reviews and EB
Consultations
SRF
available
for posting
Re-alignment of on-going projects to new SRF
Implement
new SRF
Milestones
10 Sept EB
Consultation
Prepare RB/CO
MRFs
Updating of Performance and Risk
Management Information System
Implementation
new MRF Develop KPIs
Finalize MRDs and
MRs
11 Department of Resource Management and Accountability 11
Thank you